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The purpose of this study is to describe the proposed alpha solar rotary mechanism (ASRM) and how it is used to accurately modify the solar array of the China Space Station (CSS) in orbit to maintain continuous tracking of the sun to provide power. It also highlights the need to evaluate the performance of the ASRM and predict potential failure modes in various extreme scenarios.

To evaluate the performance of the ASRM, a dynamic model was created and tested under normal and faulty conditions. In addition, a multidirectional stiffness test was conducted on the prototype to verify the accuracy of the ASRM's dynamic model. The high-precision ASRM model was then used to predict potential failure modes and damaged parts in various extreme scenarios.

The simulation results were in good agreement with the test results, with a maximum error of less than 8.85%. The high-precision ASRM's model was able to accurately predict potential failure modes and damaged parts in extreme scenarios, demonstrating the effectiveness of the proposed model and simulation evaluation test.

The proposed high-precision ASRM model and simulation evaluation test provide an effective way to evaluate the structural safety and optimize the design of the spacecraft. This information can be used to improve the performance and reliability of the CSS's solar array and ensure continuous power supply to the station.

The purpose of this paper is to examine the curvilinear relationship between team informational faultlines and team creativity and the moderating effects of team humble leadership on the relationship.

The multisource and longitudinal survey data were collected from 85 teams. The authors conducted linear regression analyses to analyze the data.

The results indicate that the relationship between team informational faultlines and team creativity is inverted U-shaped and such relationship is stronger in teams with low levels of humble leadership.

The research reconciles the mixed findings in prior research and enhances our understanding of the functionality of informational faultlines.

Team managers should seek optimal levels of informational faultlines and make diversity coexist with similarity when assembling a new working group so as to utilize the benefits of team composition diversity and fuel collective creativity. Team leaders should learn humble leadership skills to encourage open communication.

The research is the first to adopt and build on the social information processing (SIP) perspective to explain the curvilinear relationship between team informational faultlines and team creativity.

Based on the social dominance theory, this study aims to theorize the moderating effect of power disparity in the impact of team knowledge variety on team creativity and further to verify team open communication as the mediating mechanism of the aforementioned interactive effect.

The multisource (team members and their team leaders) and longitudinal (separated by four months) survey data were collected from 67 research and development teams in China to test the research model. The authors used multiple regression analyses to validate all the proposed hypotheses.

Results reveal that team knowledge variety has a more positive impact on team creativity when teams have lower power disparity. Besides, team open communication is significantly and positively related to team creativity and mediates the interactive effect of team knowledge variety and team power disparity on team creativity.

This study reconciles the mixed findings in the previous study and provides new insights regarding the functionality of team knowledge variety. By identifying team power disparity as a moderator in shaping the effects of team knowledge variety, the authors extend the research that explores the moderators of the team knowledge variety–team creativity relationship, and make comprehensive consideration of the coexistence of multiple diversities within teams (i.e. knowledge variety and power disparity) and their joint effects on team creativity. Besides, this research identifies team open communication as an important underlying mechanism in transmitting the interactive effects of two different types of diversities on team creativity, thus offering new insights on how teams can perform creatively.